Running Head High-Performance Working 1

High-Performance Working

Name

Course Code and Name

Institution
High-Performance Working 2

1. Analyse the concept of HPW. (AC 1.1) (approx. 100 words)

High-Performance Working is a methodology for management organization that aims

to inspire strong workers' commitment and involvement. Occasionally, the upgrading in skills

is not usually accompanied by an increase in organizational productivity. Nevertheless,

human resource activities and labor associations exist that output can improve subordinates'

efforts (Cvenkel, 2020).

HPW activities' progress has been improving gradually, considering the addictive

worth of an entity production to the awareness that no formula at a given circumstance fits

organization needs. Hence the hustling practice is a contingent tactic. The choosing of unique

components of utilization is influenced by organizational needs formed by new or existing

situations. The overall mechanisms that create HPW have been developed to represent the

current firms with definite organizational needs. The entity's culture on performance is highly

dependable on a different understanding of diverse stakeholders. Therefore, the

implementation of common values across the organization relies on the collaboration and

acceptance among entire stakeholders (Zhan, et al. . 2020).

2. Explain the key components of HPW. E.g leadership and strategy, employee

involvement (AC 1.1) (approx 400 words)

HPW practices spread across all areas of operation, including organization

development, employee involvement, relations, work organizations, management, leadership,

and strategy. The key constituents of HPW are the human resource unit, which entails:

performance appraisal, work design and mentoring, and recruitment practices, furthermore,

commitment and reward practices. Besides, it includes high subordinate involvement

practices: access and sharing of company information, quality spheres, and individual-
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directed teams. The commitment and reward practice comprises task rotation, working hours'

flexibility, range of financial rewards, and family policies (Zhan, et al. 2020).

Both top-level managers and other subordinates in the organization have to work

together to ensure that there is a peripheral gap between the stated and acted values for HPW

practice to impact an organization. Culture and working environment are most crucial in

attracting the veracious personnel who matches the organization's culture. Hence

corresponding with the management functions and observing the organization policies of

recruitment. High workers involvement, remuneration benefits, common ideology create an

atmosphere that makes employees more effective. Employees are allowed to be given room

to learn and become innovative to attain effectiveness and benefit financially. Occasionally,

there must be similarities in the common organization values. HPW is more effective when

all organizational components are implemented on the ground. When improving the firm's

performance, the operation is characterized by a complex system that depends on its

implementation effectiveness. The shoving of important ant components' mechanisms

comprise all operation features of the firm; hence, it needs skillful leadership and employee

commitment to achieve the expected outcomes. (Grant and Maxwell, 2015).

The organization structure must be modified to react to HPW practices, particularly

the necessity to raise employee engagement. The profits of HPW in an entity must be defined

in years as it has advanced; the struggle and difficulty in designing the best fits are

accompanied by the variations in exogenous and endogenous pressure that results is time-

consuming. Also, the growth and development of the essential culture need time, therefore,

requiring stable leadership. The main modules require the leaders and management to put a

leadership strategy that will ensure the organization's culture is aligned to meet the set

objectives. Therefore the firm structure has to adapt to HPW that will result in amplified
High-Performance Working 4

employee engagement. When employees are secured, their jobs are motivated to work the

extra mile, increasing the overall productivity and quality output (Grant and Maxwell, 2015).

3. Identify barriers to implementing HPW in organisations (AC 1.3) (approx. 400

words)

The highly volatile challenge facing the implementation of HPW is the diminishing

trust levels that have dominated the organization between the subordinates representatives

and managers. The underestimation of HPW indicates that employee has high levels of

sovereignty in their day to day tasks of the organization. Mostly, a class of intermediaries

between employees and managers is the trade unions that represent the workers, or

sometimes workers deal directly with the organization (Cvenkel, 2020).

Similarly, the Trade Unions influence management perception where the

representative pursues to improve the leverage with no intention to commit to a worth

increase in commitment and productivity. Subordinates represented by unions are vulnerable

to such challenges in utmost organizations as it seems as acrimony and there variation in their

corresponding positions. Employee involvement in HPW is practice is dangerous during its

execution regardless of leadership. Likewise, the strength of psychological contract has a

huge impact on HPW practices. Subordinates should have a full focus on organization values

and vision for HPW practices to be implemented and to remain constant for some time.

Organizations experiencing poor employee relations are characterized by high employee

turnover that has a diverse effect on a projected positive outcome from HPW utilization.

Also, worker buy-in is perilous to organizations that are occasioned acquisitions or mergers

(Cvenkel, 2020).

The continued success of the high-performance teams is dependent on the practices

and systems laid in an organization. Thus, inconsistency in implementing HPW rewarding

High-Performance Working 5

practices is a hindrance to the overall success of the workers. This is because lack of

motivation incentives to such teams erodes employees' morale to work their level best.

Another barrier to high-performing teams is the lack of clear objectives in role assignment

and strategic planning. For the work of high-performance teams to stand, there have to be

clear objectives that define the goals and overall direction of an organization (Murphy, et al.,

2018).

Besides, poor communication hinders the effective implementation of HPW. Their

poor communication across different operational tiers that includes top-level management to

low-level subordinates, results in misunderstanding. The expected duties of subordinates will

be of low quality and quantity due to lack of morale resulting from a poor working

relationship and conducive work environment. They will lack a common goal, and both

employees and leadership will work at cross- purposes. It is unlikely to implement HPW

policies where there is no correspondence in the organization's expected direction, resulting

in a deficiency in improvement and performance change (Cvenkel, 2020).

4. Evaluate the link between HPW and employee well-being. (AC1.2) (approx. 200

words)

Perhaps, in the current corporate world, the key feature of HPW is to enhance

workers' well-being by creating a conducive environment that involves them in the decision-

making process through their self-directed crew. According to Danford and his colleagues

(2008), many organizations tend to increase their HPW implementations in reaction to

changes in their operating surroundings, like market changes and new technological

conditions. Adopting modern technology and the increasing change in consumers' demand

for different commodities have led to flexibility in production and offering customers

services.
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Besides, companies are left with no option but to employ the best operations to make

the working environment more flexible in response to the ever changing economic globe.

They ought to adapt operations like outsourcing strategies, employing more experts in

production, or replacing the workforce with modern machines to make work easier and

increased productivity. Moreover, clarity is core to ensure human resource management and

avoid apparent misunderstandings when subtlety lacks in operation (Danford et al., 2008).

Therefore, the approach of HPW is practical in most organizational working environments,

particularly the idea of self-directed teams that require bordering supervision in their work.

5. Evaluate the link between HPW and competitive advantage. (AC1.2) (approx 200

words)

HPW brings about beneficial results for organization subordinates regarding high task

satisfaction, employee involvement, creativity, innovation, and employee turnover. The

paybacks from implementing HPW are not necessarily the remedy for improving owing

performance to its intricacy. Logically, subordinates may have ownership of firms in the

future. Through promotion and rewards, employees work with common ambitions to that of

the organization, achieving set objectives to fulfills their individual life goals. HPW

execution in a firm must result in correspondence with the organization's human resource

practices to attain a common goal of the organization. Strong positive relationships with

social networking enhance the organization's performance and human resource practices

(Cvenkel, 2020).

Also, HPW influences organizations' adaptive competence where the organizations in

a recognized environment enjoy physical location advantage concerning another atmosphere.

Leaders play a vital role despite the HPW designed to enhance performance by improving

workers' engagement. The initiate the environment that creates room for practice integration.
High-Performance Working 7

They also build a strong organizational culture that brings stability to the firm. The leadership

harmonizes with subordinates to increase their commitment via HPW practices that ensure

union between managers and workers align with organizational culture and shared values.

HPW mostly concentrates on employees' effectiveness and efficiency, resulting in high-

quality output and performance (Collins and Clark, 2017).

6. Evaluate the link between HPW and sustainable organisational performance

(AC1.2) (approx. 200 words)

Keeping in mind that direct supervision of varying diverse taskforce geographically

and operationally is challenging and may also reduce output. In contrast, the application of

HPW practices helps workers coordinate in developing situations. These practices indicate

essential collaboration that adjusts to variations in the external environment. Therefore, it is

important to guarantee subordinates task satisfaction and reward policies based on output.

The production output varies directly with incentives and balanced working hours. Single

task-workers have no option since they have only one income source that greatly impacts the

quality of their life's importance (Collins and Clark, 2017).

There exist a strong conflict relationship between worsening work-life balance and

execution of some HPW practices. Similarly, few HPW practice workers take more

obligations in individual directed teams. Consequently, the balance of benefits in common

gains typical is lopsided on the management side. The workers' teams and management have

a little confidence level, with the latter having low trust levels in workers' representatives.

This makes it difficult to provide self-governance that is vital in launching and success

implementing self-driven teams. The implementation of HPW tends to results in an increase

in productivity, sales, and profitability. There is a trade-off between the task-life balance and

the essential efforts necessary by HPW (Zhan, et al., 2020).

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7. ADDITIONAL REQUIREMENTS: Please also comment on how you will transfer the

new knowledge and skills gained during this assignment into working practices. You

may also use this reflection for your CPD. (approx. 200 words)

In the transfer of my knowledge and skills I gained from the study. I will strategize

early enough on identifying the most conducive environment in their works. This will be

made possible, ensuring that new technology is employed to better human resource

management and productivity level. If I get employed as a human resource manager in any

organization, I will assist the company by creating the workers' welfare program, which will

ensure that they are empowered to produce the best output. Since some employees may

decide to take early retirement due to another issue than monetary ones like inability to

structure work, loss of identity, failure to satisfy the customer's demands, mixed emotions,

losing companionship in the workplace, and lacking the purpose of the job (Collins and

Clark, 2017).

Besides, I will ensure that employees are properly rewarded and assured of their job

security, which will result in increased production in the organization. In the chase for

competitive advantage in the organization, I will ensure that workers get satisfied with their

jobs, commitments, and promotion when available and involved in the company's decision-

making activities like employing innovations. Also, I will ensure that all the barriers to HPW

in the organization like poor communication in all tiers of operation, lack of policies to guide

the code of conduct, and unclear objectives (Zhan, et al. . 2020).

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Reference

    

Alismaili, S. Z., Li, M., Shen, J., Huang, P., He, Q., & Zhan, W. (2020). Organizational-level

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Boxall, P., and Macky, K. 2008. Research and Theory on High-Performance Work Systems:

Progressing the High-Involvement Stream. Human Resource Management Journal, 19

(1), 3 – 23.

Collins, C. J., and Clark, K. D. 2017. Strategic Human Resources Practices, Top Management

Team Social Networks, and Firm Performance: The Role of Human Resource

Practices in Creating Organisational Competitive Advantage. Academy of

Management Journal, 46 (6), 740 – 751.

Cvenkel, N. (2020). Historical and Theoretical Debates in Human Resources Management

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View of Managers and Employees. Employee Relations, 36 (5), 458 – 479.

Murphy, K., Torres, E., Ingram, W., & Hutchinson, J. (2018). A review of high-performance

work practices (HPWPs) literature and recommendations for future research in the

hospitality industry. International Journal of Contemporary Hospitality Management.